To Go Forward, Retreat!

BOARDSOURCE EBOOK SERIES

To Go

Forward, Retreat!

By Sandra R. Hughes


TO GO FORWARD, RETREAT / ©1999 BoardSource / www.boardsource.org 2

Introduction

In most contexts, the word retreat suggests the act of running away from a difficult situation. But for nonprofit board members who have participated in successful retreats, theterm has exactly the opposite connotation. A well-planned, inclusively conceived, effectivelyexecuted retreat is perhaps the best way to address head-on some of the more challengingissues facing a board and the organization it governs. Because a board retreat is an unparalleled opportunity for progress, perhaps a better term for the kind of focused, action-oriented meeting that is advocated in these pages would be forward retreat, or strategicmeeting.

Like anything worth doing, a forward retreat doesn’t just happen. It requires careful planning and a significant commitment of resources, time, and creative energy — by planners, by the organization’s staff, and by participants. The forward retreat approach canrarely be accomplished within the quintessential retreat format in which planners don’t consult members in setting meeting objectives, the schedule is often inflexible, and activitiesare usually generic.

Participants in such retreats recognize that their input is not really desired and find that themeeting’s results have little impact on the real work of the organization or board.Unfortunately, nonprofit board members who have endured poorly planned or implemented retreats may come to expect that all retreats are at best exercises in futility and at worst a waste of time and resources.

Recently, retreat planning has been injected with fresh energy and creativity. Organizers dotheir best to engage and keep the attention of participants with hands-on activities, team-building games, small-group discussions, and opportunities for exploration. A forward retreat goes one step further — tying the meeting’s agenda and activities clearly to the organization’s strategic challenges and goals.

Boards that regularly engage in forward retreats know that the time spent away from the pressof daily responsibilities and tasks can allow the board to challenge assumptions and rethinksystems, begin a strategic planning process, tackle difficult issues, forge camaraderie, and

A retreat seems the right place to help the board refocus its activities.... Board meetings arepretty formal days. It’s hard to relax and engage in the honest and open conversations needed to build an understanding of the dreams that we all share for this organization.

— John Roberts Chair, Board of Trustees Epworth Children’s Home Columbia, South Carolina



improve productivity. In fact, the effectiveness of such meetings is causing many boards toreengineer their regular meeting schedules and formats to mirror the qualities of a forwardretreat, which:

• Sets realistic objectives — allowing time to address a few issues in depth rather than trying to cover too many topics in a short time; setting achievable retreat goals; and usingthe retreat to develop initiatives and plans that can actually be implemented.

• Addresses meaningful topics — avoiding routine business or trivia that can better be dispatched at regular board meetings, through committees, or by staff.

• Engages the participation and input of all board members — and may even include people from the organization’s key internal and external constituencies if they have astake in the issues being addressed at the retreat.

• Tailors activities to the specific culture and structure of the board and organization.

• Is flexible enough in format to allow time for participants to explore ideas that ariseunexpectedly during the retreat.

• Is enjoyable for everyone involved, providing plenty of opportunities for participants tosocialize and strengthen their relationships with one another.

A successful retreat can hinge on the work of a hard-working planning committee, a skilledfacilitator, dynamic speakers, and an executive who carries out preparation down to the lastdetail. It can be helped along by an agreeable locale and energizing activities. But the mostimportant factor contributing to the success of a retreat is a planning process that involvesboard members.

This booklet provides strategies and tools to begin the process of planning a forward retreat. If there is one rule of retreat planning, it’s that there are no hard-and-fast rules. Every organization is different — and no organization stays the same from year to year. So instead of providing you with “model retreat agendas” that can be applied to any organization, weoffer a retreat planning process that can be adapted to your organization’s specific needs and resources.

One of the biggest advantages for our board in holding a retreat is the better understandingthey gain of where the Association is headed and how we’re going to get there. We leave eachretreat feeling much less fragmented and more of a board “team” having discussed the common issues that affect us all.

— Susan LengalExecutive DirectorAkron Bar Association Akron, Ohio



Section OneWHY?

A forward retreat works best when it is organized in order to achieve clearly defined objectives— not simply to fill a predetermined amount of time. Because a retreat is a focused, specialkind of meeting, it can easily be harnessed to a specific set of tasks. The why of a board retreatwill usually grow out of a consideration of the unique culture and current circumstances ofyour organization and board.

Most boards can benefit from an annual retreat even if its goal is the same each year: forexample, “to strengthen our relationships with one another and refresh our understanding ofthe organization’s current and future challenges.” To get the most out of a retreat, however, aboard should go into it with a clearly defined list of objectives, not a general desire to simplyimprove board effectiveness. After all, clear objectives provide an effective way to measure theretreat’s success.

No matter what its specific objectives, a board retreat can yield a broad range of benefits. Itcan be

• an opportunity for planning and team-building that the press of regular board activitiessimply won’t allow;

• a chance to refocus on fundamentals, to engage in thoughtful strategic planning, toreflect on mission, vision, and strategic goals;

• a vehicle for strengthening trust and relationships among board members, betweenboard and staff, or for pulling together a divided board on a critical issue; and

• a time to conduct a self-assessment of the board.

The knowledge, spirit, and common direction that often emerge from an effective boardretreat will benefit the board long after the sessions end. So, taking the time up front toengage in thoughtful retreat planning — usually two to four months is sufficient — can yield not only an enjoyable, effective retreat, but also long-term benefits for the board.

GAINING LEADERSHIP COMMITMENT

We’ve all attended meetings that thinned out in the afternoon as participants, following thelead of senior executives, crept off to check voice mail or attend to “important” tasks back atthe office. As in any endeavor, top-level commitment is essential to the success of a boardretreat. The board will take its cue from how the board chair, the chief executive, the officers,and more senior, respected board members approach the retreat. The best way to gain leadership commitment is to ensure that the retreat will enhance the effectiveness of the boardand the organization and that everyone’s ideas and opinions are needed and valued. Top-level commitment is revealed when:



• The board chair strongly endorses the retreat and becomes involved in the planningprocess.

• The chair appoints a retreat planning committee, or specifically charges a standing committee with retreat-preparation responsibility.

• The retreat is planned far enough in advance so a date can be selected when most boardmembers will be available.

• The chief executive becomes personally involved in the planning process.

• The retreat planning committee seeks board members’ input through pre-retreat interviews or questionnaires and past retreat evaluations and suggestions.

• The board allocates a sufficient budget so that the retreat’s purposes aren’t compromisedby inadequate facilities or support.

• Board members commit the time to prepare for and attend the retreat, recognizing thatthe retreat is just as important as participation in other board functions.

ESTABLISHING A RETREAT PLANNING COMMITTEE

Although the primary responsibility for planning board retreats falls on the board itself, members must rely extensively on the chief executive for assistance on many fronts — from engaging a facilitator to suggesting and contacting speakers to coordinating facility arrangements. The chief executive is thus often both a member of and staff to the committee.The retreat planning committee is generally responsible for making substantive decisionsabout the retreat, leaving administrative tasks to the executive. The committee’s focus shouldbe on:

• Developing and approving retreat goals.

• Developing an invitation list.

• Promoting attendance.

• Suggesting or approving timing and location.

• Approving the facilitator and speakers.

• Commenting on pre-retreat questionnaires and the retreat agenda.

• Coordinating retreat follow-up.

SETTING CLEAR AND REALISTIC GOALS

A board retreat is a focused, time-limited activity. At best, the board should expect to focus onone or two main issues during the retreat. One of the biggest mistakes that boards make inplanning retreats is having overly high expectations. A retreat is not going to solve majorproblems, although it can be a helpful first step in charting a course through difficult waters.



Setting realistic goals often means leaving implementation planning for a later date. Board members, who usually hold leadership roles in most areas of their lives, should not be expected to work out the details. The board’s strength is often in guiding discussions aboutvision and mission, and providing oversight. In planning board retreats, keep in mind theunique role of the governing board.

Typical issues addressed at board retreats include

1. Strategic planning. Because a retreat takes the board away from day-to-day tasks, it is anoutstanding opportunity to address long-range issues such as:

• Reviewing and revising the organization’s mission statement and vision for the future.This can include considering changes in the organization’s structure — such as mergers orstrategic alliances.

• Reviewing recent achievements, assessing organizational and environmental changes, andapproving future initiatives.

2. Education on timely subjects. As the organization approaches new challenges, it’s helpfulto take time out to bring the board up to speed on new developments in the organization’sfield or on topics of particular interest. The board can use an educational retreat to

• Explore the impact on the organization of a significant topic, such as fund development,changing demographics, program expansion, or legislative issues and legal challenges.Such a retreat could also be helpful to assess the need for investment in new technological resources. In fact, many boards are using the retreat format to assess their organization’s (and their own) technological needs in an era when e-mail, videoconferencing, and distance learning may help an organization better achieve its mission.

• Take action related to the topic — such as gaining board commitment for a capital campaign or approval of a technology plan.

3. Self-assessment and board development. Boards have long used annual retreats to engagein regular self-assessment and to facilitate the evolution of the board. The role of an impartialfacilitator is important in conducting retreats of this type. A regular annual retreat can be atime to provide ongoing leadership training to all board members and mentoring from experienced to newer members. A retreat can also be extremely useful whenever the board isat a point of transition — when senior board leaders are rotating off the board, for example,or when the board has received an infusion of young members and finds itself facing issues ofcommunication and collaboration among different generations. A self-assessment retreat canallow a board to undertake such specific tasks as:

• Evaluating its roles, responsibilities, relationships, structure, work processes, recruitmentmechanism, and overall effectiveness — and identifying opportunities for improvement.

• Examining the relationships among a national board, regional boards, affiliate organizations’ boards, and local chapters.



• Revising the organization’s bylaws and committee structure or rethinking the nature andstructure of board meetings to accommodate the working styles and values of board members of different generations — and to accomplish the work of the board in an effective and efficient way.

4. Relationship-building. Any retreat can and should include activities designed to build relationships among board members. A board that is not working effectively may also considerdevoting an entire retreat to relationship-building with a skilled facilitator through OutwardBound–style or (depending on the board’s style, fitness, and age) less strenuous trust-and-team-building activities. Key objectives for such a retreat may include

• Identifying barriers to collaboration.

• Building bridges to improve communication, trust, and cohesiveness.

• Strengthening the board–chief executive relationship.

• Improving relations between the board and professional staff (hospital medical staff, foundation staff, or university faculty, for example), or helping the board better understand the concerns of institutional constituencies — clients, volunteers, students,members, grantees, neighbors.

A pre-retreat questionnaire is a useful tool for the retreat planning committee to discover theissues most relevant to the board at this time. Reaching out to all potential retreat participants— and other constituencies as well — helps to ensure that all retreat participants understandthat their input is desired and valued. For example, if long-range planning is needed but half of the board isn’t speaking to the other half, then devoting retreat time to building relationships may be more effective than diving right into a strategic planning exercise.

The sample pre-retreat questionnaire on page 9 offers a suggestion for organizing this initialinformation-gathering effort. Of course, the options provided should be specific to your organization’s current needs. The agenda options the retreat planning committee offers on thepre-retreat questionnaire can be gathered through brainstorming sessions by the committee,often working closely with a facilitator and sometimes in consultation with members ofimportant constituencies — board members, community leaders, staff, clients.

One of the biggest challenges with a retreat is to enter the process with realistic expectations. People think that a retreat is a process for finding solutions. I’ve found that aretreat is more useful as a tool for identifying issues that are much too big to be resolvedover the course of two or three days. The best outcome would be to leave with a list ofthings to keep working on.

— Sue BuntingExecutive Director Foundation for Seacoast Health Portsmouth, New Hampshire


TO GO FORWARD, RETEAT / ©1999 BoardSource / www.boardsource.org 8

The key in the why phase of retreat planning is to be as inclusive as possible. As ThomasHolland noted in an article about retreat planning, without including every board memberidentifying issues to be addressed in the retreat, “a chief executive officer or board chair maybe able to persuade a board to go through the motions of a retreat — but not to the degreethat it would if the whole board were closely involved in the process from the beginning.”

The following questionnaire is designed to help with pre-retreat planning. It can be customized for your organization and faxed, mailed, or e-mailed to all board members (and possibly other key constituents) at the beginning of the retreat planning process. The questionnaire can come from the board chair, the retreat planning chair, or both, with a joint letter.



PRE-RETREAT PLANNING QUESTIONNAIRE — PART 1

Organization: ___________________________________________________________

Date of retreat: __________________________________________________________

Location of retreat: _______________________________________________________

In order to prepare the most effective agenda for our upcoming retreat, we need tohear from you. Please complete and return this form to us by ________. Please tell us:

1. What are the 3 – 5 major issues facing our organization in the next five years?

______________________________________________________________

______________________________________________________________

______________________________________________________________

2. What are the 3 – 5 major issues facing the board in the next five years?

______________________________________________________________

______________________________________________________________

______________________________________________________________

3. What are some suggestions for ways that we can better serve our clients/members/grantees?

______________________________________________________________

______________________________________________________________

______________________________________________________________



PRE-RETREAT PLANNING QUESTIONNAIRE — PART 2

[Faxed, mailed, or e-mailed to all retreat participants once key issues have been identifiedand the agenda is being drafted.]

1. Please rank the following proposed goals for this year’s retreat in order of importance (1 being most important for the board to achieve at this time):

To understand the challenges facing our organization in today’s environment

To discuss strategic directions our organization should take in the future

To evaluate the board’s performance and identify areas for improvement

To discuss the relationship between the board and executive staff, and how the relationship could be improved

Other:

2. Please rank the following proposed retreat topics in order of importance (1 being most important to address at this time):

Board/management roles, relationships, and communications

The board’s role in fundraising

The structure and frequency of board meetings

The organization’s progress in achieving goals from our last strategic plan

A clearer sense of the organization’s programs

Community relations issues facing the organization and board

Recent changes in environment in which our organization exists

Changing needs of our traditional constituents

Issues relating to our tax-exempt status

Other:

3. Of the proposed topics listed under #2 above, which two, in your opinion, shouldreceive the greatest emphasis at the retreat?

a)

b)


TO GO FORWARD, RETEAT / ©1999 BoardSource/ www.boardsource.org 11

4. Should the retreat include outside speakers? If yes, who do you believe would beappropriate speakers for the retreat?

5. Please rank the following proposed locations (1 being the location you would prefer the most, 2 being your second choice, etc.):

Grand hotel downtown (theater/opera package)Golf club (golf, tennis)University conference center (golf, tennis)Lodge at state park (nature walks, canoeing) Other:

6. Please rank the following proposed times (1 being the most convenient for you; 3being the least convenient):

Friday night/SaturdaySaturday/SundayWeekdays with overnight; best day(s):

7. Other suggestions for this year’s retreat:



Section ThreeWHEN AND WHERE?

To be successful, a retreat needs to be timed appropriately. It isn’t a good idea to expect boardmembers to focus on a retreat when other pressing matters are at hand that can’t be solved bya retreat. And as we noted in the “Why?” chapter, a retreat won’t be effective if the board hasn’t really thought out what it hopes to accomplish through the retreat. A retreat that’sundertaken just for the sake of having a retreat is not only going to be ineffective, it’s going tonegatively affect members’ attitudes toward future retreats.

So, in scheduling a retreat, it’s important to build in time for planning. Remember, the retreatplanning committee has to solicit input from all board members, engage the right facilitatorand speakers, plan and refine the agenda, develop an invitation list and send out invitationswith sufficient advance notice, select the right site, and attend to all the details that make anycomplex meeting a success. Some boards plan their retreat dates a year in advance, while others find that three to six months is enough time for members to commit to specific dates.

SETTING THE DATE

In selecting a retreat date, ask board members and other participants for input on the bestdays of the week, desired locations, and start/end times. Ask those polled to think about all ofthe other conflicts that may occur — family responsibilities, work schedule conflicts, evenmajor sporting events. No board retreat can be counted a success unless it has at least 80 percent attendance, and the aim should be for 100 percent.

MAPPING OUT THE SCHEDULE

One-and-a-half to two days is about the time needed for a focused, in-depth board retreat. Anovernight stay presents opportunities for informal socialization and relationship-building thatcan’t be orchestrated in the context of formal meetings and discussions. Few board memberswill be willing to participate in a retreat that drags on for longer than three days. Remember, aretreat should focus on one or two issues at most. Don’t try to squeeze in too much.

GETTING AWAY FROM IT ALL

A retreat should be held in an environment conducive to accomplishing the goals you set forit — but it is very important to be far enough away to keep participants focused on the workat hand and eliminate the temptation to go back to the office.

Of course, you can do your best to take board members away from daily work and familyresponsibilities, but in an age of cell phones, beepers, and e-mail, it can be helpful to remindboard members that the retreat requires their complete attention and focus. A facilitator canbe helpful in laying the ground rules: No telephones (wired or wireless), beepers, or e-mail inthe meeting area, and no sneaking away during sessions to reconnect with the outside world.



Choose your location so that it is accessible given the restrictions of budget and time available, but at least an hour away from the area where most board members live and work.The retreat location should provide opportunities for recreation as well as work. Even if relationship-building isn’t a major agenda item, it should be an auxiliary benefit of a boardretreat. Opportunities to play together can forge meaningful bonds, helping board membersdiscover common ground that they will be able to access back in the board room.

In addition, the retreat site should provide facilities appropriate for the retreat activitiesplanned. For example, if the board retreat’s goal is to develop a technology master plan for theorganization, then you might choose a meeting location that will let board members havehands-on access to some of the hardware and software being considered. If the retreat goal isto build trust and cohesiveness, then the meeting might best be set in an environment thatallows board members to work together to achieve a common goal — teaming up to cookmeals, for example, or to build a Habitat for Humanity house or complete an OutwardBound–style wilderness or “ropes” course.

Other things to look for in a retreat facility include

• Comfortable meeting rooms (the ability to control the rooms’ temperature is a plus),including small rooms for breakout sessions.

• Good audiovisual capabilities and support services.

• Appropriate accommodations and food services.

• Affordability.

• Hospitality.

• Attentive conference staff.

• Attractive grounds and recreational opportunities — especially golf, tennis, and hiking — for free time.



Section FourHOW?The most memorable and meaningful retreats tend to be built around a single, clearly definedtheme. These retreats focus on one or two issues that are important to the board, and everyparticipant clearly understands the retreat’s objectives. Once it is clear what the board hopesto accomplish from the retreat, then the task is to determine what activities will best allow itto accomplish those objectives. Often, the task of planning an agenda is assigned to an experienced outside facilitator, who may work closely with the retreat planning committee,the chief executive, the board chair, or a combination of these three.

RESEARCHING INFORMATION IMPORTANT TO THE RETREAT

The retreat is not the time or place for lengthy informational reports, and on some occasions,not much pre-retreat information is available, but board members should be well informedabout the issues to be addressed at the retreat before they arrive. Although opinion and anecdotes can be very valuable, having an objective assessment can provide good data towork with.

• Some advance data-gathering will assist the facilitator and retreat planning committee indesigning retreat goals, objectives, and agenda (see the pre-retreat questionnaire sampleson pages 9–11).

• Environmental data on trends and new developments that could affect the organization’sfuture and organizational data on key performance indicators (finances, service volume,program growth, human resources) should be disseminated in advance of the retreat toall participants.

• Perception and market data gathered through pre-retreat surveys of the board, executivemanagement, professional staff, or the community at large may be presented at theretreat, where they can be explained and discussed at length.

• Articles and background material can inspire thinking and new approaches to your issues.

The types and amount of data gathered and disseminated will, of course, depend on the focusof the retreat.

• A strategic planning retreat, for example, will generally require information that offersperspective on trends and factors affecting the organization’s ability to achieve its missionnow and in the future — financial trends, demographic changes, new technology orresearch findings, competition, and legislative and regulatory trends.



• Board development and leadership relationship retreats can benefit from confidential pre-retreat questionnaires or interviews focusing on issues that board members may bereluctant to discuss openly, such as problems in the board–executive relationship or therole of the board chair. A skilled facilitator can use questionnaire results to introducesuch issues in a nonthreatening manner. Both questionnaires and one-on-one interviewsare best administered by an objective outsider, such as the retreat facilitator. To ensureconfidentiality, questionnaires should be returned directly to the facilitator and notprocessed by the retreat planning committee or executive office. The facilitator will prepare results to share with the board. If the planning committee or executive tallies questionnaire results, then anonymity can be preserved by providing all board memberswith identical, postage-paid return envelopes and asking them not to write their nameson the questionnaires.

PAVING THE WAY FOR FULL PARTICIPATION

Before the meeting, all participants should receive a package including the meeting agendaand reading materials. Usually, the executive staff, in accordance with the direction of theretreat planning committee, will handle information dissemination. Invitees will be asked toR.S.V.P. promptly, and, if necessary, executive staff will follow up with nonrespondents. If keyplayers don’t respond or plan not to attend, an appropriate, influential leader (board chair,retreat planning chair, or executive) can contact these individuals and explain why their participation is important. The goal is 100 percent participation. Full participation is onlypossible when board leaders prove that they believe the retreat is important. Discourage boardmembers from arriving late or leaving early. Late arrivals can be disruptive to the proceedingswhen participants need to be brought up to speed, and those with early departures may missout in contributing critical information to important discussions.

BREAKING THE ICE

People work best in groups when they are relaxed and comfortable with one another. Humorand joy incorporated in ice-breakers are a powerful force in “jelling” a group. The ice-breakercould be a social event that precedes each formal session or a group exercise that starts the meeting. When boards charter a bus or other transportation to a retreat, the trip itself can act

The importance of the getting-to-know-one-another piece of a retreat shouldn’t be underestimated. It’s the place where board members reestablish their common goals and recognize that they share common values. This isn’t something that happens in the day-to-day work of the board because boards are very task-oriented. The executive and the nominating committee may be the only ones who truly understand why all of these peoplewere brought together. Board members need opportunities to get to know one another so theycan feel comfortable working together for a common goal.

— Linda MoorePresidentCommunity Solutions InternationalWashington, DC



as an ice-breaker. Ways to break the ice at the start of a meeting are as varied as the organizations we serve. In selecting an ice-breaker, consider the culture and style of yourorganization. The ice-breaker could consist of simply asking board members to stand up,introduce themselves, and perhaps share something about themselves, such as a favoritemovie or hobby; or the exercise could be a little more elaborate, requiring some advancedplanning. Some suggestions:

• Baby Pictures — A few days before the retreat, ask participants to provide the facilitatorwith photos of themselves as children. Over a morning coffee break or after a lunch hour, the facilitator posts the photos, and participants match photos with board members. The facilitator can be responsible for providing the paper and pencils.

• Treasure Hunt — Before the retreat, the facilitator should find out two or three facts abouteach participant that no one else in the group knows. At the retreat, give each participant acopy of the list and ask them to match each person with their facts.

• Who Am I? — Make a list of different couples from history, entertainment, politics, etc.(Bonnie and Clyde, Marc Antony and Cleopatra, Bob Hope and Bing Crosby). Write eachname on a pressure-sensitive label and randomly affix the labels to members’ backs as theyarrive, making sure the members don’t see the name they receive. Their job is to guess whothey are by asking other members questions like, “Am I a historical figure? Am I alive today?Am I male or female?” Once they determine who their character is, they need to find theirpartner.

• “Sole” Mates — Ask the members of the group to find people in the room who share theirbirthday month, alma mater, number of children, favorite pro football team, shoe size, etc.

• Ace Reporter — Have participants choose someone in the room they don’t know well andinterview him or her; take turns around the room introducing this person to the group.

• Match That Tune — On a table as participants arrive are pieces of paper bearing the firstlines of songs from the ’20s through the ’90s. Members of different generations team up tomatch the first lines with the names of the songs.

GAINING BUY-IN

Once the ice has been broken and members are ready to get down to work, it’s helpful to takea moment to reconfirm the retreat’s objectives and agenda. The facilitator describes theretreat’s goals, objectives, and agenda, and then asks the group, “Does everyone agree withthese objectives?” and “Should anything else be on the agenda?” If the retreat planning hasbeen done well and is based on data from thoughtful pre-retreat research, then the entireboard should quickly indicate their buy-in to the process.

If members raise objections or suggest additional agenda items, then a skilled facilitator willbe able to incorporate pertinent and achievable agenda items or list them on a flip chartlabeled “items for the future.” By listening to any ensuing discussions, a good facilitator willalso be able to identify participants who may have a tendency to crusade, monopolize, or otherwise disrupt the flow of the meeting, so that he or she can deal diplomatically with themthroughout the process.



Beginning the meeting with an inclusive buy-in discussion signals to participants that thepurpose of the meeting is open, not hidden. Members recognize that the democratic processis at work, everyone’s views will be heard, and the facilitator is there to channel the meetingto a productive conclusion. The facilitator should also stress that some basic courtesies mustbe followed while in the meeting. Side conversations and interruptions should be discouragedwhile others are speaking, and the meeting’s confidentiality should be respected.

AN EXERCISE IN REALITY

Most board members believe that their activities for the organization are gearedtowards the institution’s greatest needs. Bill Dietel, chair of the Pierson-LovelaceFoundation, recalls a retreat exercise that helped board members see how farthey sometimes stray from priorities in managing their board service time.

1.For a month before the retreat, have board members log all of the time they put into board work onto their calendars. Have them copy that month’s calendar and bring it to the retreat.

2.Early in the retreat, have board members brainstorm about the board activities thatare most vital to helping the institution thrive — narrow this list to a set of board service priorities and estimate what percentage of his or her time eachboard member should devote to each activity.

And/or . . .

3.Without the benefit of their calendars, have board members estimate what percentage of their boardservice time is devoted to each activity they do for the organization — fundraising, committee work, financial oversight, etc.

4.Have them compare these estimates and the real percentage of time spent on different activities as revealed by their monthly logs.

Use the mismatch between priorities and actual activities to discuss how board members can better serve the organization and how the organization can better useboard members’ time.



GETTING TO WORK

Each retreat will include content that’s specifically tailored to meet the objectives set by the board. If the retreat is a strategic-planning exercise, then it may have a cyclical format — beginning with full-group briefings on key issues, branching out into breakoutplanning sessions, and returning for full-group negotiation of implementation items. If theretreat’s purpose is primarily to encourage better relationships, then it may take a much more informal approach. In fact, participants in such retreats may never enter a meeting room, butmay dive right into hands-on projects that encourage members to get to know one anotherand use skills not normally put to work in the boardroom.

Some retreats will include one or more speakers, but it’s best to keep formal speeches andlong informational presentations to a minimum. A good practice is that every board memberpresent at the retreat should speak during the first 30 minutes of the retreat — even if it’s justto say his or her name. And there should be many opportunities for each voice to be heardthroughout the retreat. It is the role of the facilitator, along with an attentive board chair, tosee that this is accomplished.

Another trap is to overschedule the retreat out of fear that participants will get bored. Allowas much opportunity as possible for discussion, and structure the agenda with enough flexibility to encourage participation and allow the group to explore an interesting line ofthought. A good facilitator will ensure that the group gets back on track in plenty of time toachieve its objectives. Avoid having too many handouts. Make effective use of flip charts,overheads, videos, and Microsoft PowerPoint presentations.

Small discussion groups and case exercises encourage full participation. An ideal discussiongroup will number six to nine participants — big enough for diversity but small enough soeveryone has a chance to participate. If a retreat is larger than about 15 members, considerdividing into smaller groups when it’s time for brainstorming or developing action ideas. Givethe groups a specific task (for example, “Which board committees can we eliminate?”) and atime limit. Usually, the less time given, the better. Provide groups with flip charts and pens for recording their ideas to share with the larger group. Then, reconvene the entire board,have each group report, and summarize the recommendations on a flip chart. After each smallgroup reports, open the topic for general discussion and aim at, if possible, consensus.

At various times throughout the retreat, the facilitator should “check in” with the attendees togain their agreement with the progress toward its retreat goals.

TAKING BREAKS

The retreat agenda should allow time for members to talk informally and relax. During longsessions, some facilitators will bring in an aerobics instructor to get the group moving atwhatever pace suits each participant. There should be plenty of breaks for snacks and beverages, and regular meal breaks.

Food can have an important impact on group dynamics. Plan for a light lunch that does not include pasta. Serving pasta for lunch will make participants sleepy. Also, avoid serving alcohol during meeting times. Make sure there is plenty of water and mints or candy available



on the tables throughout the retreat; a midafternoon coffee break with cookies, brownies, orfruit will help to keep participants awake.

CLOSING THE MEETING

If the retreat is designed to generate specific actions or decisions, the facilitator may help thegroup to summarize an action plan to expedite follow-up. A good action plan clearly stateswhat will be done, who has responsibility for follow-up, and when results are expected.

The board chair usually has the last word, thanking the board for its participation and reaffirming his or her initial commitment to the retreat process. The retreat should end on ahigh note. Even if the goal was not to develop a list of specific actions, the facilitator, chair, orchief executive should take a moment at the end to summarize what has been accomplished.

FIND YOUR SEAT: ROOM ARRANGEMENTS THAT WORK

Seating arrangements can have a tremendous effect on session interactions and group dynamics. Here are some guidelines.

DO CONSIDER:

• An informal circle. Comfortable couches and chairs arranged in a circle — facilitates full participation and eliminates hierarchies. Accommodates 15–20 people.

• U-shape. Tables and chairs arranged along three sides, with one end open for presenters — ensures that everyone can see and hear presentations and, as with a circle, encourages participation. Appropriate for groups of no more than 25.

• Rounds of 6. Six chairs at a series of round tables, arranged so that no backs face the front of the room — appropriate for full participation and small group break-out sessions. Can accommodate any size group; best for larger groups.

• Clusters of rectangles. Six to eight people at a series of rectangular tables arranged at an angle (a variation on the theme of rounds). Good for small group break-out sessions — usually used if no round tables are available. Can accommodate any size group; best for larger groups.

• Single tables. Tables angled with a single central aisle in the center — allows participants to see one another while still facing the front of the room. Can accommodate any size group; best for larger groups.



DON’T EVEN THINK ABOUT:

Theater or classroom style. Both arrangements discourage participation and open discussionbecause the central focus is the speaker. These arrangements are hierarchical rather thandemocratic. They foster passive absorption of information (and the accompanying boredom),not the sorts of strategic conversations and brainstorming that comprise an effective retreat.Disadvantages include

• Impossible for all participants to see one another.

• Difficult to break out into small groups.

• Possible for individuals to hide — or even to doze through sessions.

• Small classroom desks and theater seats without tables make it difficult for participants totake notes, manage resource materials gracefully, and enjoy refreshments.

• Narrow aisles discourage participants from standing and stretching periodically.

DON’T FORGET TO PACK YOUR SENSE OF HUMOR

Have you heard the one about the three board members? Probably not. Serving as a member of a nonprofit board is no joke, but it should be a laughing matter, according to psychologists, who stress the importance of having a good laugh nowand then — in the boardroom, and especially at a board retreat.

While boards may be addressing serious organizational challenges in a retreat setting,there can be proper uses of boardroom humor to accomplish and even facilitate thecritical work of the board and individual board members — even in some of the mostdifficult times.

Included in the skills that a facilitator brings to the retreat process should be a senseof humor, along with the knowledge of how and when to use it to the group’s fullbenefit.

Humor can be used to defuse tense situations and conflict. With an appropriate wittyremark, followed by a burst of laughter, the air is cleared and all can refocus on thetask at hand. A second use is to create rapport and solicit feedback — among boardmembers and between the board and the chief executive. This can be accomplishedwith an ice-breaker exercise, by scheduling in fun group activities, or through someself-deprecating humor from the chair of the board.

Another use for humor is to make difficult messages more agreeable to fellow boardmembers, like softening the blow that a grant you were expecting did not materialize.This says to the board, we’re all in this together. Humor allows us to stand back andsee an issue from a different perspective.

Consider including cartoons in the retreat handbook or slipping a humorous imageinto an overhead presentation. Like the good work of the board itself, effective humorlies in good timing, unpredictability, positiveness, and conciseness.



Section FiveWHAT NEXT?As a general rule, boards take no votes and make no official decisions at a retreat. The retreatformat is designed to encourage full participation and creative thinking. The retreat atmosphere is compromised if someone calls for an “executive” or closed session at a retreat.A retreat is not the place to hold such a session, especially since retreat participants (including special guests, staff, etc.) were decided upon in the planning phase. Voting detractsfrom this open, participative, relaxed atmosphere. Formal votes should be left for subsequentbusiness meetings. The post-retreat interval can be used for staff or committees to clean uploose ends. Many a mission statement that looked brilliant on a flip chart at the end of a long,hard retreat sounds a little less clear the next day. Before the board votes, the executive orchairperson can make modest edits in the words while retaining the meaning. A post-retreatevaluation questionnaire may be sent to participants for assessing results and planning thenext retreat.



Section SixDON’T

• Don’t plan a retreat without the full commitment of board and executive leadership. Board members will take their cue about what is important from the board chair and chief executive. Both must indicate early in the process that they believe the retreat is an important enterprise. Without the commitment of leadership it will be difficult to get full attendance, and near-perfect attendance is essential for retreat success.

• Don’t hold a retreat without taking the time first to establish realistic, meaningful objectives.Regular, ongoing retreats can be an invaluable tool for board development and foraddressing important issues. They are also a costly investment — in the board’s time andthe organization’s resources. Experience with poorly planned or ineffective retreats can undermine the board’s willingness to commit to future retreats. Also, clear objectives areimportant for assessing the effectiveness of the retreat.

• Don’t base retreat objectives on the opinions or ideas of one person or a small group of board leaders. Retreat planning should be an inclusive, democratic process. All board membersshould feel that their input was valued by the retreat planning committee.

• Don’t site your retreat too close to home and work. To truly focus on the hands-on work of aretreat, participants must be able to separate themselves from their day-to-day work.Retreats should be held at a distance from the place where most board members live andwork. Telephones, beepers, and e-mail should be banned from meeting rooms.

• Don’t give participants too much pre-retreat homework. Provide the information they willneed to be full participants in the retreat process, but don’t load them down with paper.

• Don’t wait until the last minute to get your facilitator involved. If you are using an outside facilitator, make sure you take the time to bring that person up to speed early in the planning process. A good facilitator can be an invaluable resource in retreat planning, andthe more he or she knows about your organization and board, the more effectively the facilitator can help you achieve your retreat objectives. Evaluate facilitator and speakersin advance. Check references and, if possible, meet with speakers and facilitator before engaging them.

• Don’t adhere to a “business-as-usual” format. Using an outside facilitator and getting awayfrom the usual business meeting site can help break patterns and encourage full participation. Don’t let the same people dominate discussions. Don’t let the retreat betaken up by long informational presentations or normal board business.



• Don’t schedule a rigid, inflexible agenda. Leave room for discussion and exploration. Agood meeting agenda is both focused and flexible.

• Don’t forget fun. Even if the purpose of the board retreat isn’t to build better board relationships, this should be an important side benefit of the retreat. Remember that aretreat is a joyful, human, and humane activity, and informal interactions among boardmembers should be encouraged.



DO!

This board retreat checklist covers the full range of tasks required to plan and conduct a successful forward retreat.

ACTION ITEM ASSIGNED TO DATE DUE

Commitment by Leadership and Membership

Board chairperson endorses retreat ___________________ _____________Chief executive commits to involvement ___________________ _____________Appoint planning task force ___________________ _____________

Objective Setting

Develop pre-retreat board questionnaire ___________________ _____________Mail pre-retreat questionnaire ___________________ _____________Distribute and gather results of questionnaire ___________________ _____________Interview key board members ___________________ _____________Planning committee meets to determine issues for retreat ___________________ _____________Adopt overall purpose and specific objectives based on questionnaire or other diagnostic tool ___________________ _____________• Objectives are clear and realistic• Communicate objectives with full boardFull board endorses objectives ___________________ _____________

Planning and Preparation

Choose facilitator and negotiate terms ___________________ _____________Engage facilitator (signed contract specifying terms)___________________ _____________Facilitator confers in person or over the phone with planning committee to prepare agenda and discuss logistics ___________________ _____________Develop invitation list, including• Current board members and executive ___________________ _____________• Honorary/emeritus board members? ___________________ _____________• Non–board committee members? ___________________ _____________• Spouses and guests? ___________________ _____________• Senior management? ___________________ _____________• Professional staff? ___________________ _____________• Others ___________________ _____________• Others ___________________ _____________• Others ___________________ _____________• Others ___________________ _____________



ACTION ITEM ASSIGNED TO DATE DUE

Select date and length of retreat ___________________ _____________Select speakers (if desired) and negotiate terms ___________________ _____________Engage speakers (signed contract specifying terms) ___________________ _____________Draft agenda submitted and approved ___________________ _____________Choose retreat site; special considerations include • Distance ___________________ _____________• Meeting facilities ___________________ _____________• Recreational opportunities ___________________ _____________• Cost ___________________ _____________• Other issues ___________________ _____________• Other issues ___________________ _____________• Other issues ___________________ _____________• Other issues ___________________ _____________Logistical details verified, including• Travel arrangements ___________________ _____________• Lodging arrangements and checkout times ___________________ _____________• Programming for spouses and guests ___________________ _____________• Reception and meal arrangements ___________________ _____________• Audiovisual equipment (projectors, flip charts) ___________________ _____________ • Participant materials packet preparation ___________________ _____________• Participant materials packet delivery ___________________ _____________• Others ___________________ _____________• Others ___________________ _____________Prepare background information for retreat ___________________ _____________

Meeting Dynamics

Finalize agenda that addresses meeting objectives ___________________ _____________Review agenda to ensure it balances presentationswith board activity ___________________ _____________Plan time for work, socializing, recreation,and free time ___________________ _____________

Follow-up Actions

Prepare action plan ___________________ _____________Distribute plan to all participants ___________________ _____________Disseminate and tally retreat evaluation survey ___________________ _____________Gather responses and commitments for action ___________________ _____________Follow up on plan progress ___________________ _____________Schedule next retreat ___________________ _____________



RETREAT PLANNING PROCESS

Commitment by board leadership, chief executive, and all

board members

Board follows up on retreat action plan

Planning committee agrees on overallpurpose and sets clear and realisticobjectives; board signs off on goals

At retreat, participants accomplishobjectives and develop post-retreat action plan

Planning committee selects and contracts with skilled, experienced facilitator

Pertinent data gathered by board and staff

Planning committee prepares draft agenda and determines

location and schedule



SUGGESTED RESOURCES

BoardSource. Meeting the Challenge: An Orientation to Nonprofit Board Service.(DVD or video plus user’s guide) Washington, DC: BoardSource, 1998. Hosted by Ray Suarez, senior correspondent of PBS’s The NewsHour and former board member for the Chicago Council of Boy Scouts, Meeting the Challenge highlights four basic principles of board responsibility — determining mission and program, ensuring effective oversight, providingresources, and participating in community outreach. It features interviews with board members, chief executives, and experts in the field of board governance as they share theirexperiences and insights into nonprofit board service. Ideal for use as a board orientation tooland as a starting point for board development and strategic planning, Meeting the Challengeis equally suited for viewing at home by an individual board member or as a group activity.

BoardSource. Nonprofit Board Answer Book: A Practical Guide for Members and Chief Executives,Second Edition. San Francisco, CA: Jossey-Bass, 2007. Organized in an easy-to-follow question-and-answer format, this book covers almost every situation you're likely toencounter in nonprofit board governance. This revised edition includes updated informationon essential board responsibilities, legal and financial oversight, productive meetings, effectivecommittee structures, board member recruitment and turnover, and the working relationshipbetween board and staff. Each chapter includes suggested action steps.

BoardSource. Self-Assessment for Nonprofit Governing Boards. Washington, DC: BoardSource,1999. The Self-Assessment for Nonprofit Governing Boards helps nonprofit governing boardsdetermine how well they are carrying out their responsibilities and identifies areas that needimprovement. Board members complete the confidential questionnaires to evaluate the board’sperformance as well as their own contributions. Your board members’ responses will helpidentify the strengths and weaknesses of your current board with questions focused on tenkey areas of board responsibility. The assessment is available in an online format that allowsfor quick distribution of survey questionnaires via e-mail and prompt and accurate compilation of survey results. It serves as ideal preparation for a board retreat and a valuableresource for consultants and others who promote good governance.

BoardSource. Speaking of Money: A Guide to Fundraising for Nonprofit Board Members. (DVD or video plus user’s guide) Washington, DC: BoardSource, 1996. Former ABC Newsjournalist Hugh Downs walks viewers through a series of candid interviews in which realboard members explain why fundraising is an essential board responsibility, how board members work in partnership with staff, and how to ask for a gift. Equally suitable for use at board orientation sessions, development committee meetings, or board retreats, Speaking of Money is a thoughtful, inspiring, and humorous look at a critical board responsibility.



Flynn, Outi. Meet Smarter: A Guide to Better Nonprofit Board Meetings. Washington, DC:BoardSource, 2004. Whether you’re new to the boardroom or an old pro, you’ll find ready-to-use information in this resource. Based on actual meeting observations, this bookwill provide you with practical solutions to better meetings, explanation of the legal framework, and process practices that will reinvigorate your board meetings. With a detailedtable of contents, this book is a must-have reference guide for nonprofit chief executives,board members, senior staff, and any other participant in key meetings of the board.

Ingram, Richard T. Ten Basic Responsibilities of Nonprofit Boards. Washington, DC:BoardSource, 2003. More than 150,000 board members have already discovered this #1BoardSource bestseller. This revised edition explores the 10 core areas of board responsibility.Share with board members the basic responsibilities, including determining mission and purpose, ensuring effective planning, and participating in fundraising. You’ll find that this isan ideal reference for drafting job descriptions, assessing board performance, and orientingboard members on their responsibilities.

Kocsis, Deborah L. and Susan A. Waechter. Driving Strategic Planning: A Nonprofit Executive’sGuide. Washington, DC: BoardSource, 2003. This book will help you learn how to work withyour staff and board to assess the readiness of your organization and prepare for strategicplanning. Discover a variety of approaches for dealing with common issues and overcomingorganizational resistance to beginning the process. Review the fundamental elements of thestrategic planning process, from mission and vision to environmental scan and competitiveanalysis.

Sherill K. Williams, Kathleen A. McGinnis. Getting the Best from Your Board: An Executive’sGuide to a Successful Partnership. Washington, DC: BoardSource, 2007. For the chief executive, a successful board partnership involves working for, working with, and workingthe board, sometimes taking more of the chief executive’s time than anticipated. This guideoffers practical tips and perspectives to help chief executives ignite the partnership and helpboard performance move from ordinary to extraordinary making the investment worth it.Highlighting the critical role of the board chair/chief executive relationship, each chapterincludes two first-person essays: one from a board chair’s perspective and one from a chiefexecutive’s. The chair’s perspectives provide the board angle regarding specific topics, so thatchief executives might take away a lesson or tip for the future in understanding why theboard thinks or acts in a certain way. The chief executive’s stories offer personal experiencesfrom the field to bring the issues in each chapter to life.

Documents

To Go Forward, Retreat!